麦肯锡咨询报告与流程分析英文版
MKXZ战略咨询手册(英文版)
MKXZ战略咨询手册（英文版）MKXZ Strategy Consulting HandbookIntroduction:The MKXZ Strategy Consulting Handbook aims to provide businesses with valuable insights and advice on strategy formulation and implementation. This handbook is designed to help organizations develop sustainable competitive advantages and maximize their business potential. The following sections will guide you through the key aspects of strategic planning.1. Understanding the Business Environment:To effectively develop a strategy, it is essential to have a clear understanding of the business environment. This includes analyzing the industry dynamics, market trends, competitor analysis, and identifying opportunities and threats. By assessing the external factors, businesses can identify gaps in the market and tailor their strategy to gain a competitive edge.2. Vision and Mission Statement:Developing a compelling vision and mission statement is crucial for establishing a clear direction for the organization. The vision statement outlines where the organization wants to go in the future, while the mission statement defines its core purpose. These statements serve as guiding principles for strategic decision-making and aligning the entire organization towards a common goal.3. Setting Strategic Objectives:Strategic objectives are the specific goals organizations aim toachieve to fulfill their vision and mission. These objectives should be measurable, attainable, relevant, and time-bound. By setting clear and realistic targets, organizations can track their progress and evaluate the success of their strategy implementation.4. SWOT Analysis:Conducting a comprehensive SWOT analysis helps businesses identify their strengths, weaknesses, opportunities, and threats. By understanding internal strengths and weaknesses, organizations can leverage their strengths and address weaknesses to stay competitive. Furthermore, analyzing opportunities and threats allows organizations to seize potential advantages and mitigate risks.5. Competitive Advantage:Developing a sustainable competitive advantage is crucial for long-term success. Organizations can achieve this by identifying their unique selling points and leveraging them to differentiate themselves from competitors. This could include offering superior products or services, providing exceptional customer experience, or utilizing innovative technology.6. Strategic Options:After analyzing the business environment, organizations can generate strategic options. This involves brainstorming different approaches, including market penetration, market development, product diversification, or strategic alliances. Evaluating each option's pros and cons will help organizations determine the most suitable strategies for their specific situation.7. Strategy Execution:Implementing the chosen strategy requires effective execution. This involves developing an action plan with clear responsibilities, timelines, and performance metrics. It is crucial to engage all levels of the organization and ensure alignment to achieve the strategic objectives. Regular monitoring and adjustment of the strategy are necessary to adapt to changing market conditions and ensure success.8. Innovation and Adaptation:In today's dynamic business environment, innovation and adaptation are essential for staying competitive. Organizations should foster a culture of continuous improvement and actively seek new opportunities to enhance their products, services, and processes. Embracing technological advancements and anticipating future trends will help organizations stay ahead of the curve.9. Evaluation and Control:Regular evaluation and control of the implemented strategy are paramount to measure progress and determine if adjustments are required. Key performance indicators (KPIs) should be established to monitor strategic objectives' achievement. By gathering feedback, analyzing results, and making necessary modifications, organizations can stay on track and ensure long-term success. Conclusion:The MKXZ Strategy Consulting Handbook provides businesses with a comprehensive guide to strategic planning. By understanding the business environment, setting clear objectives, leveraging competitive advantages, and implementing effectivestrategies, organizations can thrive and meet their long-term goals. It is crucial to continuously evaluate, adapt, and innovate to remain competitive in the ever-changing business landscape.10. Risk Management:Effective risk management is a critical aspect of strategic planning. Businesses need to identify and assess potential risks that may arise during the implementation of their strategies. This includes analyzing both internal and external risks such as economic fluctuations, regulatory changes, technological disruptions, and operational vulnerabilities. By developing contingency plans and mitigation strategies, organizations can minimize the impact of risks on their strategic objectives.11. Stakeholder Analysis:Understanding and managing stakeholder expectations is essential for successful strategy implementation. Stakeholders can include employees, customers, shareholders, suppliers, and the wider community. Organizations should analyze the interests and influence of each stakeholder group and develop strategies to engage and collaborate with them effectively. Building strong relationships with stakeholders can enhance support, loyalty, and trust, ultimately contributing to the success of the strategy.12. Communication and Change Management:Clear and effective communication is crucial during the implementation of a new strategy. Organizations should develop a communication plan that ensures all stakeholders are informed about the strategy, its objectives, and the expected changes. This includes both internal and external communication channels. Additionally, change management strategies should beimplemented to support employees in adapting to and embracing the new strategy. Training, mentoring, and regular check-ins can help alleviate resistance and foster a culture of continuous improvement.13. Continuous Monitoring and Learning:Strategic planning is an ongoing process that requires continuous monitoring and learning. Organizations should establish regular review cycles to assess the progress and effectiveness of their strategies. By monitoring key performance indicators, comparing actual results to desired outcomes, and gathering feedback from stakeholders, organizations can make informed decisions about potential adjustments or improvements. Learning from both successes and failures is vital for refining strategies and ensuring long-term success.14. Ethical Considerations:Ethics and integrity should be at the forefront of strategic planning. Organizations need to consider the ethical implications of their strategies on all stakeholders and society as a whole. This includes ensuring fair treatment of employees, ethical sourcing and production practices, and responsible corporate citizenship. By aligning strategies with ethical principles, organizations can build trust, enhance reputation, and contribute to a sustainable business environment.15. International Expansion:In an increasingly globalized world, expanding into new markets can provide growth opportunities. However, international expansion requires careful consideration of cultural, legal, andeconomic differences. Organizations should conduct thorough market research and feasibility studies to assess the viability and potential risks of international expansion. This may involve partnering with local businesses, adapting products or services to suit specific markets, and complying with local regulations. International expansion can diversify revenue streams and access new customer bases, contributing to long-term business success. 16. Crisis Preparedness:The ability to navigate and recover from crises is critical for business resilience. Organizations should develop crisis management plans and identify potential scenarios that may disrupt their operations. This includes natural disasters, cyber-attacks, political unrest, or public health crises. By developing contingency plans, regularly testing response mechanisms, and having robust communication strategies in place, organizations can minimize the impact of crises and ensure business continuity.17. Sustainability and Corporate Social Responsibility: Integrating sustainability and corporate social responsibility (CSR) into strategic planning is becoming increasingly important. Organizations should assess their environmental, social, and governance (ESG) impact and identify opportunities for improvement. This may involve reducing carbon emissions, promoting diversity and inclusion, supporting local communities, or implementing responsible supply chain practices. By incorporating sustainability and CSR into their strategies, organizations can enhance their reputation, attract socially conscious customers, and contribute to a more sustainable future.18. Collaboration and Partnerships:Collaboration and strategic partnerships can provide competitive advantages and unlock new opportunities. Organizations should identify potential partners, both within and outside their industry, that share similar goals or complement their capabilities. This could involve joint ventures, strategic alliances, or mergers and acquisitions. By leveraging each other's strengths and resources, organizations can accelerate growth, expand market reach, and share risks. However, it is crucial to carefully evaluate potential partners and establish clear goals and expectations to ensure successful collaboration.19. Agility and Flexibility:In today's rapidly evolving business landscape, agility and flexibility are crucial for staying competitive. Organizations should anticipate and embrace change, continuously scan the business environment for emerging trends and technologies, and be willing to adapt their strategies accordingly. This may involve agile project management methodologies, iterative decision-making processes, or a willingness to experiment and learn from failures. By fostering a culture of agility and flexibility, organizations can quickly respond to market shifts and maintain a competitive edge.20. Strategic Leadership:Effective strategic leadership is paramount for successful strategy implementation. Leaders should inspire and motivate employees, establish a clear vision, and effectively communicate the strategy to all stakeholders. They should also foster a culture of innovation, collaboration, and continuous improvement. Additionally, leaders should be open to feedback, encourage diverse perspectives, andmake well-informed and ethical decisions. Strategic leaders play a pivotal role in driving organizational change and achieving long-term business success.In conclusion, strategic planning is a dynamic and multifaceted process that requires careful analysis, thoughtful decision-making, and effective implementation. By understanding the business environment, setting clear objectives, leveraging competitive advantages, and engaging stakeholders, organizations can develop robust strategies that drive sustainable growth. Regular monitoring, learning, and adaptability are essential for navigating uncertainties and seizing new opportunities. With the right strategic approach and strong leadership, organizations can position themselves for long-term success in an ever-changing business landscape.。
麦肯锡《供应链管理-流程与绩效》
The complete picture can be found in the appendix.
We looked at the supply chain from the customer’s perspective. We brainstormed on “what could go wrong along the supply chain”: What are drivers of performance from a quality, time and cost point of view.
Accuracy (as % of sales)
Cost as % of sales
% of products delivered according to customer order (quantity/quality)
% of customers satisfied with service
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Linking strategy to action
Assigning accountability to take action when needed
麦肯锡方法的工作流程
麦肯锡方法的工作流程The work process of the McKinsey method is a systematic approach used by the global management consulting firm McKinsey & Company to solve complex business problems. 麦肯锡方法的工作流程是全球管理咨询公司麦肯锡与公司用来解决复杂商业问题的系统方法。
It involves a series of structured steps that consultants follow to analyze, develop, and implement solutions for their clients. 它涉及一系列结构化步骤，顾问们必须遵循这些步骤来分析，制订并实施解决方案给客户。
The process is designed to provide a framework for approaching problems and finding the most effective solutions. 这个过程旨在提供一个框架来解决问题和找到最有效的解决方案。
The McKinsey method is known for its rigorous analytical approach and emphasis on using data and evidence to drive decision-making. 麦肯锡方法以其严格的分析方法和强调使用数据和证据来推动决策而闻名。
It has been applied in a wide range of industries and has helped companies address challenges, improve performance, and achieve their strategic objectives. 它已经应用在各种行业，并帮助公司解决挑战，提升业绩，实现其战略目标。
管理咨询059麦肯锡--crm研究报告45页
SA-SU0050-030611-A4
KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”
1. Know where the value is 2. Design balanced programs 3. Iterate, iterate, iterate 4. Invest incrementally to win
• Script writer for call
center
• Graphics design
Make offer
• Call center • Mailing capability
Measure results of pilot
• OLAP reporting tool
Turn into product
n/a
22
5
SA-SU0050-030611-A4
IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY
• Understand drivers of deliberation
• Create/package the right set of benefits
Example initiatives
Cross-sell insurance to credit card holders
Increase credit limits of high-usage customers
(up-sell)
Reduce interest rates or fees for customers with high probability of churn
麦肯锡战略制定流程
预期的增长趋势如何？
LCS000818BJ(GB)
*
2.2 制定未来发展目标
4. 完全不明确
3. 特续的不确定性
2. 不相关联的前景预测
理解动力(Porter模型)
理解行业行为(行业模型)
1. 有用的预测
微观经济学
需求
监管
技术
Porter模型 行业的微观经济学模型 建立一系列的动力– 在行业内外部 说明这些动力如何影响行业经济效益
LCS000818BJ(GB)
*
’99
’00
销售额和利润 百万元人民币
‘01
’98
’02
X
X
X
X
X
7. 确定财务目标并就此达成共识
收入
利润
收入年增长率上升
利润年增长率上升
LCS000818BJ(GB)
*
8. 为实施进行测试和计划
行为
2000
2001
2002
2003
2004
2005
职责
• • • • • • • • • • •
6.按增长阶段分析业务组合
LCS000818BJ(GB)
*
用能力框架评估商业机会
能力平台
能职技能
流程技能
特有资产
特殊关系
需要的能力
与世界一流水平的差距
无线接口 计算机联网技能
标准设定 低成本制造
标准设定关系 计算机联网合作伙伴关系 分销渠道
LCS000818BJ(GB)
*
对模块排序
旧优先权 建议列入新优先权 检测新优先权
保留参与的权利
决定不参与正在发展的业务
麦肯锡—-Minneapolis市政府做的咨询报告—stakeholder_report
Public Review & Comment on the McKinsey ReportExecutive SummaryOn June 14, 2002, McKinsey & Company released its report Strengthening Community and Economic Development in the City of Minneapolis to Mayor R.T. Rybak and the City Council. As part of an overall review of the McKinsey report, the City of Minneapolis staff planned and coordinated a vigorous community education and engagement process.An Overview of the ProcessLaunched on June 14 and coinciding with McKinsey & Company’s presentation to the Mayor and Council, the community education and engagement process included:n300 summary reports mailed on June 14 to a variety of Minneapolis stakeholders;n21 rebroadcasts of the McKinsey presentation to the Mayor and City Council on City Cable 14n23 city-wide and stakeholder meetings and presentations conducted;n Creating and maintaining a Web presence on the report and recommendations, which included: the McKinsey report; interim reports released by McKinsey; a Frequently Asked Questions fact sheet; a summary report; logistical details on all public meetings and rebroadcasts; and additional supporting materials;n Collecting feedback through a variety of venues, including: 23 meetings and presentations; a Web feedback form; an email address; a mailing address; a telephone hotline for employees; and three comment boxes at City Hall and the Minneapolis Community Development Agency (MCDA).Feedback opportunities were announced and promoted heavily.n Email and mailing addresses for providing feedback were included in articles that appeared in the Star Tribune, Pioneer Press and other neighborhood and community publications.n Nearly 1,000 Frequently Asked Questions documents were distributed to the public, each containing information on how to provide feedback.n Feedback opportunities were announced at each of the city-wide and stakeholder meetings and presentations.n Each of four emails (sent weekly) to the nearly 600 potentially impacted city, MCDA and Neighborhood Revitalization Program (NRP) staff included details about how to provide feedback.It is worth noting that despite having a variety of options for how to submit feedback on the report, the majority of comments were collected at public and stakeholder meetings. Only 12 written responses were submitted through the three comment boxes located at City Hall and MCDA. Ten individuals submitted comments via email and two individuals submitted comments via the telephone line (each of these two individuals also submitted their feedback via email). Six written responses were sent to the mailing address provided.Consistent Themes EmergedA number of themes consistently emerge throughout this report, regardless of the audience. These are:1.The City needs to change how it conducts business. Specifically:n It needs to be easier to do business with the city.n The city needs to be more accountable.2.The City needs to set goals around housing and jobs, although some community memberssuggested additional goals.3.The City needs to improve its processes. Specifically:n The community expressed a very significant amount of concern that there needs to be mechanisms to ensure that neighborhood organizations are democratic and representative.n The community expressed a very significant amount of concern about how neighborhood organizations would be involved in the process.n Business, community, staff and government boards/commissions suggested additional performance measures, especially related to wanting to measure living wage jobs, cityunemployment rate, housing preservation and affordable housing.n The community and staff asked how to align city priorities and neighborhood priorities.n In general, business and the community want processes to be inclusive, fair, transparent, and coordinated across the organization.4.Staff, community members and government boards/commissions wanted to understand moreabout how they would fit in the new structure.n Staff wanted more information on how the boxes would relate to each other.n Government boards/commissions and the community pointed out that NRP had a mission that was broader than development, a structure that combined multiple jurisdictions, and was enabled by the legislature.n Some staff questioned the policy of combining of regulation and implementation into one department.n Some government boards/commissions, community representatives and staff believe that the goals can be achieved through increased coordination without organizational restructuring.The attached report is a summary of the many efforts made to collect public and staff comments on the McKinsey report and recommendations. It includes separate summaries of community comments, business comments, government board and commission comments, city staff comments, and input from comment boxes that were open to both staff and the general public. Also attached are support documents, including a list of meetings conducted and formal organizational responses submitted regarding the report. Individual letters, emails and comment forms are not included in this report, as they contain personal information, but the content of this input is referenced in the relevant summary section.A team, composed of: Sara Dietrich, Communications Department; Leslie Krueger, Management Analysis division; Laura Lambert, Management Analysis division; Lori Olson, Office of the City Coordinator; Vaman Pai, Communications Department; and Jeff Schneider, Management Analysis division; staffed individual meetings and recorded individuals’ comments. Laura Lambert produced this report. It is possible that additional comments may have been submitted directly to the Mayor and City Council without having been submitted to this team.COMMUNITY COMMENTSComments from North Regional Library community meeting, Zurah Shrine community meeting, Minneapolis Issues Forum posts, Center for Neighborhoods meeting and document, Minneapolis Council on Foundation meetings, MPHA Tenant Advisory Committee letter, and letters and e-mails from individuals.Overall Comments:•I support the plan. We need NRP in our neighborhood. (South Community Meeting)•I support the change. (Mpls. Issues)•I support a majority of the changes. (Mpls. Issues)•How will this change save money? (South Community Meeting)•I welcome a unified vision and goals. (Mpls. Issues)•YES, it is a good idea to establish priorities and goals. YES, the city should adopt new processes that include strategic planning, performance measurement andcustomer service improvement. (Mpls. Issues)•Who can we make accountable for Block E? (E-mail Comment)•It is unclear why a new structure is needed. The majority of issues are related to process and not structure. Most of the issues can be resolved by re-evaluating the process, not by changing the structure. (E-mail Comments)•Organizing resources to meet the goals is obviously necessary. (Mpls. Issues Person C)•I bet this plan will grow government. (Mpls. Issues Person A)•We elected RT and the rest to save NRP and neighborhood planning, not to comprehensively consolidate it downtown. (Mpls. Issues)•Results could lead to less local decision-making and control over funds. (Mpls.Issues)•What will be different for the people of Minneapolis? (Council on Foundations meeting)•Basically, I support much of what McKinsey report is trying to do, but I’m withholding judgement until there are more details. (Mpls. Issues)•Significant changes are needed, and it’s time we start hearing about how to make the needed changes. McKinsey deserves credit for their efforts. Now, let’s fine-tune their plan. (Mpls. Issues)•My first take is that the proposal looks a lot like St. Paul’s approach to development.•The whole point of the report is that we gotta do something to free developers from all the blankety-blank rules at City Hall. What happened with Block E is an argument to toughen the rules so no one can get around those rules again, not to make them faster and easier.(Mpls. Issues Person C)•I think McKinsey’s answer to structural reform may be too broad and wrong, but the Block E story’s process details indicate they are asking the right question. (Mpls.Issues)•The history, findings, and need for reorganization are endorsed. McKinsey writes this proposal should be accepted in its entirety. If so we reject the plan. TAC sees changes are inevitable. Changes must be made for the concerns of MPHA, NRP and other entities. (MPHA-TAC letter)•I think an initiative to change the way the city departments and agencies conduct business certainly is called for. I am especially encouraged by the realignment of departmental functions and relationships. (Letter Person D)•Well done report. The missing element is the regional economy and building inter-jurisdictional leadership. (Letter Person E)•We want a city that is easier to do business with. (South Community Meeting) Problem Definition:Housing•52 units—what happened to that money? (North Community Meeting)•The report of 52 units is a flaw in the report. Over 10,000 units were created or maintained. Policy makers chose to tear down housing. (North Community Meeting)• A net gain of 52 units…our knock down/rebuild approach isn’t working. (Mpls.Issues)•I’m sure we gained more than 52 units. (Mpls. Issues)•So neighborhood planning with half its funding spent on housing only gave us 52 units. (Mpls. Issues)•I’m confused about the 52 units—we did 100 in Whittier. (Mpls. Issues)•Is there a way to find out why units were demolished—there may be valid reasons.(Mpls. Issues)Jobs•Counterproductive to look at suburban vs. city jobs. (South Community Meeting)•I am not entirely in agreement that job creation is a primary goal of municipal government. Jobs in this economy are generated by private business. It is thebusiness of governments to provide the critical infrastructure to attract thosebusinesses. No other institution can attract investment and opportunity as can the University of Minnesota. (Letter Person D)Other•The city is being faulted for failure to achieve goals that nobody knew about. I don’t see a connection between that failure and the solutions recommended. (Mpls. Issues Person C)•Don’t see a discussion of poverty. (South Community Meeting)•THAT [spaghetti] graphic is as good as 1000 erroneous words. (Mpls. Issues Person C)•Lacking an outside set of clear and measurable goals, the MCDA devolved into doing what it did best: using its financing tools to make big projects more feasible.Production was measured in terms of more deals, not a set of concrete external goals.(Letter Person E)Recommendation 1: GoalsHousing•What are you going to do to have owner occupied housing so you don’t chase away the middle class? (South Community Meeting)•Fear that while the city is focusing on processes and that the window of opportunity for doing something about affordable housing will close. The change will require political will. How do you develop commitment to this? (Center for Neighborhoods meeting)•Augmenting the city’s efforts on housing and job creation is a worthy endeavor.(Mpls. Issues Person C)Jobs•Are you assuming a livable wage for job creation? (South Community Meeting)•Job creation should be THE city priority coupled with skills/training, get-up-and-get-there sort of program. (Mpls. Issues Person B)•Government does not do well at creating jobs. (South Community Meeting)•What kind of jobs and for whom? (Letter Person E)•The focus should be on maximizing the effective utilization of the human resources that exist within the city. Improve the match between resident’s skill sets and the availability of jobs. (Letter Person E)•Report on firms by SIC code and do shift share analysis. Understand Porter’s clusters. (Letter Person E)Additional Goals•The real goal is to maximize the effectiveness of people through education. (South Community Meeting)•Look at community wealth creation and neighborhood indicators. (South Community Meeting)•Childcare can consume 22 percent of a family budget and 24 percent for housing so childcare is important and inseparable. (South Community Meeting)•The central mission should be promoting sustainable development. (2 posts on Mpls.Issues)•To be “a neighborhood of neighborhoods” is not an unrealistic goal. (Mpls. Issues)•If community development is a focal point for the city, it runs the risk of leaving out key components of city business. If the plan includes safety, parks, and humandevelopment it runs the risk of being all things to all people. The change will require political will. How do you develop commitment to this? (Center for Neighborhoods meeting)•We need to do all 5 of the goals, not just housing and jobs. (South Community Meeting)•Is expanding the tax base part of the economic strategy? (Letter Person E)•Education, education, education. (Letter Person E)Other Goal Comments•At what price are you willing to achieve the city’s goals? [concern for local goals] (South Community Meeting)•How will we set our jobs and affordable housing target numbers? If we throw a number on the wall without an idea of what it implies, we could be doing ourselves a serious planning disservice. (Mpls. Issues)•It is imperative that it strive toward real goals and objectives that are measurable and that are measured and reported on a regular basis. (Letter Person E) Recommendation 2: ProcessRepresentative Neighborhood Organizations•Neighborhoods are not necessarily representative. (Center for Neighborhoods meeting)•There needs to be a mechanism that is representative of the residents and not the neighborhood association. (Mpls. Issues)•Various entities within neighborhoods sometimes prevent it from being democratic.(Mpls. Issues)•The neighborhood association does not equal the neighborhood. (Mpls. Issues)•I want tax dollar decision made by people that I elect, not a group of civil servant wannabes. (Mpls. Issues)•How do we get citizen participation groups to the point where they can be effective representatives of their neighborhood? (Center for Neighborhoods meeting)•Require NRP contracting groups to be truly representative including demographic make-up. (Mpls. Issues,letter)•People who attend endless meetings are not representative of all the people who don’t have the same stamina. (Mpls. Issues)•Clarify the criteria that will be used to authorize neighborhood planning groups in the City’s planning efforts. (Center for Neighborhoods document)•The decision process in neighborhoods is grossly flawed. Neighborhood organizations aren’t accountable, or representative and NRP and MCDA allows it.(same person in North Community Meeting and Mpls Issues)•Who decides which group represents the neighborhood? (North Community Meeting)•Concern about elevating neighborhood plans without making sure that NCP is inclusive of tenants and communities of color. (South Community Meeting)•While the NRP process is not perfect it does embody democracy, those that show up get to “vote” on what they want, and NRP makes a greater effort to get “All” people to the table than any other governmental mechanism that I know of. (Mpls. Issues)•[To make NRP representative of residents instead of inclusive of business and non-profits] get a bunch of neighborhood residents together, go and stack the NRP and neighborhood meetings, and TAKEOVER. Then change it to fit those residentsneeds and wishes. (Mpls. Issues)Neighborhood Organization Representation in the Process•Any mechanism that doesn’t allow for neighborhoods more of a say in city planning is doomed. (Mpls. Issues)•How are neighborhoods going to be lodged in the implementation structure? Will it depend on first come first served? Will it depend on the staff person? (Center for Neighborhoods meeting)•How do we pull neighborhood assets together in a more cohesive manner? (Center for Neighborhoods meeting)•It is unclear how neighborhood fit into the process. (Center for Neighborhoods meeting)•Neighborhoods have worked on their own priorities and not on city priorities. (Center for Neighborhoods meeting)•Recognize neighborhood organizations as official channels for citizen input into the City’s strategic planning process. (Center for Neighborhoods document)•Neighborhoods should weigh in early on city goals. How would the city gather and distill input on goals? (Center for Neighborhoods meeting)•Ensure that neighborhood organizations have access to technical assistance. Look outside City departments for neighborhood technical assistance expertise (that the city could contract with). (Center for Neighborhoods document)•Not all neighborhoods have the same level of sophistication, capacity and accountability. (Center for Neighborhoods meeting)•Better organized neighborhoods could manipulate the process. (Mpls. Issues)•Level the playing field so that it’s not just those neighborhoods/CDCs that know how to work the system that have strong funding. (Council on Foundations meeting)•Make sure that you don’t recreate an “us vs. them” with some neighborhoods banding together against other neighborhoods. (South Community Meeting)•Unlike a lot of neighborhood representatives, I do not see a conflict between neighborhood-level objectives and City objectives. (Letter Person D)•Will there be continuing NRP dollars? (South Community Meeting)•Ensure that neighborhood organizations are sufficiently funded to perform the duties they are asked to perform on behalf of the City. (Center for Neighborhoodsdocument)Other Process Comments•Where do elected officials fit into the process? (Center for Neighborhoods meeting)•Will this work so that I won’t have to call my council member to get issues resolved?(North Community Meeting)•What mechanisms will you have to get rid of people who aren’t providing service?(North Community Meeting)•My concern is that when you begin to measure things, you change them. (South Community Meeting)•Sustainability should be part of the city’s planning process now, regardless of what future reorganization takes place. (Mpls. Issues)•Eliminate onerous “red tape” in the NRP. (Center for Neighborhoods document)•There was no single place and time where the city officials with a hand in the Block E’s approvals met and compared notes. (Mpls. Issues)•Minneapolis desperately needs design and development guidelines. (Letter Person D)Recommendation 3: ReorganizationConcern about the boxes.•Affordable housing should have a more prominent role. (Mpls. Issues, letter)•There is an inherent conflict of interest in combining the regulatory functions and promotion functions into a “one-stop shop.” (Mpls. Issues Person C)•I believe that NRP should remain a separate entity. (E-mail Comment)•If Planning and MCDA are combined, don’t we automatically create a conflict of interest? (Mpls. Issues)•We want to keep our innovative affordable housing personnel for very low income persons in MPHA. TAC is all for increased communication. It is very difficult to handle all types of affordable housing in one department. We remember whenMCDA wasn’t doing a good job administering Public Housing and the MPHA was formed. (MPHA-TAC LETTER)City Manger•Is there any talk about creating the position of City Manager? (Mpls. Issues)•What is the City Coordinator—if not the City Manager? (Mpls. Issues)•You either have a city manager with a mayor as part of the council or you have a strong mayor. But you don’t have what we currently have plus a city manager. (Mpls.Issues Person A)•The CPED director appears to be a city manager. (MPHA-TAC LETTER)•Did you think about a city manager? (South Community Meeting)Concern about how boxes relate to each other.Neighborhood relation to the City•How does this change how neighborhoods work with the city? (North Community Meeting)•What is the role of neighborhood groups and citizen participation? (South Community Meeting)•How would citizen participation funding change? (South Community Meeting)•Will neighborhoods have influence and empowerment? (South Community Meeting)•How will it impact NRP steering committee? (North Community Meeting)•How will the community be involved? (Council on Foundations meeting)•Is the comprehensive plan an aggregate of neighborhood plans or will neighborhood plans be required to enforce the comprehensive plan? (Center for Neighborhoods meeting)•Can we still ensure that what the city chooses and what neighborhoods choose don’t overlap? If the city chooses not to do community gardens, it shouldn’t precludeneighborhoods form doing community gardens. (Center for Neighborhoods meeting)•Define the role of neighborhoods organizations as partners of the City. (Center for Neighborhoods document)•I do not unreasonably fear that subsuming NRP in CPED will necessarily diminish the NRP’s influence. NRP initiatives should be based on concerted master planning efforts that are coordinated with City-wide plans already in place. (Letter Person D)•Local leaders should function as the liaisons with City Hall offices, not City Hall denizens acting as liaisons with neighborhoods. (Letter Person D)•We need to balance local and citywide interests. (2 posts on Mpls. Issues)•Currently neighborhoods don’t merely influence how NRP money is spent—they control it within certain guidelines. Concern about retaining control. (Mpls. Issues)•The concept of a more centralized, rational planning and development procedures is a laudable one. I also believe that subsuming these functions essentially under thestewardship of Planning is a good idea. (Letter Person D)•Concern about how reorganization will affect neighborhood organizations and planning at the neighborhood level. (Mpls. Issues)Other box relationships•How does the Park Board play in? (North Community Meeting)•Why is there a dashed line around EZ? (North Community Meeting)•Like the breaking down of barriers. It gets frustrating when the Park Board won’t work with you. (South Community Meeting)•We need to plan with the School Board. (South Community Meeting)•Unclear how the city is going to control the development functions and capital budgets of the School Board and the Park Board. (Mpls. Issues Person C) FunctionsMulti-jurisdictional Function of NRP•I am concerned about losing the best of NRP because it brings multiple jurisdictions together. (Mpls. Issues)•Making NRP functions part of the city means reporting relationships to other jurisdictions is terminated. That seems contrary to the purpose of getting different governmental bodies to work together. (Mpls. Issues Person C)•NRP draws other jurisdictions together. (Council on Foundations meeting)•NRP is broader than community development. (Center for Neighborhoods meeting) NCP Policy Board Structure and Function•What is the structure and what is the selection process? (Center for Neighborhoods meeting)•What would happen to the current NRP Policy Board? (Center for Neighborhoods meeting)•Conduct an assessment of the NRP Policy Board to determine its effectiveness and use as a governance model. (Center for Neighborhoods document)•Consider having five neighborhood representatives on the NCP Policy Board. (Center for Neighborhoods document)•The NRP Policy board has 5 neighborhood representatives and McKinsey has called for a reduction to 3 neighborhood representatives on the NCP Policy Board. (Mpls.Issues)•Consider ways to increase investment in and accountability to the NCP Policy Board among jurisdictional members. (Center for Neighborhoods document)Other Functions•What are the plans for training the workforce for those newly created jobs? (South Community Meeting)•Will there be staff to train neighborhoods? (Center for Neighborhoods meeting)•Consider establishing five neighborhood regional planning groups. (Center for Neighborhoods document)•Why does the report say to “work directly with the Strategy and Partnership Development to increase acceptance of Section 8 vouchers.” All section 8 vouchers have been used this year. (MPHA-TAC Letter)Other Reorganization Comments•If I have only one liaison, what if that person isn’t responsive? (Currently able to shop around for a preferable staff opinion or service) (North Community Meeting)•How can you think that a new structure will change bad apples? This is a lifetime opportunity to shut down the MCDA. (Mpls. Issues Person A)•Restructuring contains the same ingredients and will still taste the same. (Mpls. Issues Person C)•The one stop shop is crucial, but it’s also necessary to change culture. The change will require political will. How do you develop commitment to this? (Center forNeighborhoods meeting)•One-stop applications is a great idea. (MPHA-TAC Letter)•What does the solution of “one-stop” shopping have to do with the problem of poor results on housing and job creation? (Mpls. Issues Person C)•City centralized planning for affordable housing is a must. (MPHA-TAC Letter)•TAC is unopposed to adding a HDD person to the Board of Commissioners. (MPHA-TAC Letter)•Any reorganization that will coordinate public works projects with local plans will goa long way to restoring to citizens a sense of ownership and participation in decisionsabout their environment. (Letter Person D)Implementation ProcessLegislative changes for implementation•The thing is a minefield in terms of implementation—union negotiations, legislative change. (Mpls. Issues Person A)•Going back to the legislature means you take your chances that NRP could be ended or fundamentally changed. (Mpls. Issues Person A)•It doesn’t conform to state law. (Mpls. Issues Person C)•I’m no lawyer, but the new board would be able to take over NRP without legislative changes as long as the board includes the core representation. (Mpls. Issues)•I don’t think it’s possible to be both a city department and an independent multi-government board at the same time. (Mpls. Issues Person C)•For the director of CPED, does the charter need to change? Do we need state approval? (MPHA-TAC Letter)Involve stakeholders in implementation•How will you inform people of the goals? (North Community Meeting)•What can we do now? (Council on Foundations meeting)•We could convene a work group to bridge the gap between the city and the philanthropic community. (Council on Foundations meeting)•Consult with neighborhood organizations about how to best structure the NUP geographically based teams. (Center for Neighborhoods document)Other implementation comments•Don’t hire a director until the city has a road map. (Mpls. Issues Person A)•Could CPED director be filled by a nationwide search? (MPHA-TAC Letter)•It would be quite a feat to have the new agency up and running within a year’s time.(Mpls. Issues Person B)•The change will require political will. How do you develop commitment to this?(Center for Neighborhoods meeting)•Ensure that the new staff roles at NUP are filled by people with the necessary skills.(Center for Neighborhoods document)•Running a government like a business isn’t all it’s cracked up to be. Specifically, the report just doesn’t seem to contemplate the web of law in which all governments must operate. (Mpls. Issues Person C)•Charter the Office and its departments so that over time it would be assured of being guided by constitutional definitions of its powers rather than by current politics or personalities. (Letter Person D)Other Comments•What weight did McKinsey put on personality and culture? (North Community Meeting)•What weight did McKinsey give to race? (North Community Meeting)•Understanding the demographics of immigrant is critical. (Letter Person E)•Why was Civil Rights outside of the scope? (North Community Meeting)•How will you address the long term needs of the Latino and African American people? (South Community Meeting)•We are part of a regional economy and need coalitions with suburban communities.(South Community Meeting)。
麦肯锡战略咨询手册(英文版)(PPT)
8
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 3
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
• Major industry competitor moves
+
Internal assessment
+Байду номын сангаас
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
Assessments and the resultant BU Strategic Plans
4
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
5
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?
麦肯锡给医药行业的报告(英文版)
LATENT DEMAND; PEOPLE GENERALLY SEEK TREATMENT IN
Percent
CLINICS AND PHARMACIES
Motilium’s market share
Moti of significant leakage along the patient flow
BROAD MARKET REPRESENTS 94% OF OVERALL DEMAND FOR
BROAD MARKET DRUGS
Broad market
Broad market drug sales breakdown by geography Percent
100%= 3.6
2.3
1.3 Bn RMB
No time to visit hospital
Pharmaceutical market deregulation policy
More and more pharmacies & clinics Conveniently located
Largest hospitals in city and county
麦肯锡给医药行业的报 告（英文版）
2023/5/9
麦肯锡给医药行业的报告（英文版）
McKinsey Broad Market Study Process
• Project design (Q1, 2003) • Project review with local and regional J-C team (Apr. 03) • Survey market selection (Apr. 03) • Field work in 2 cities in Shandong (May 03) • 1st interim report (mid-June 03) • Field work in 2 cities in Sichuan (mid-June – mid-July 03) • 2nd interim report and Killer Idea workshop (end July 03) • Final report (Aug. 03) • Presentation to corporate management (Sept. 03)
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Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Partners
Collect Field Date Performance
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Learn and Share
Manage the Process
Identify Potential Companies
Evaluate The Potential Companies
Recruit The Benchmarking
Partner(s)
Assess Systemic
Needs
Perform Targeted Analysis
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
Measure Success
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Partners
Collect Field Data
Analyse Current and
Future Performance
For Change
Design Benchmarking
Analysis Framework
Organize The Project
Create Communication
Plan
Conduct Background
Research
Quality Assurance
Assess Systemic
Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
For Change
Design Benchmarking
Analysis Framework
Organize The Project
Create Communication
Plan
Conduct Background
Research
Quality Assurance
Assess Systemic
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 3
Establish Criteria For Selection
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Partners
Collect Field Data
Analyse Current and
Future Performance
Build Relationships
BENCHMARKING PROJECT APPROACH Enable Change
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
PHASE 2
Analyse Current Processes
Determine and Collect Key Performance
Indicators
Determine Processes Problems
Assess Systemic
Needs
Perform Targeted Analysis